Breaking It Down

Dissecting the problem-solving A3 report

A3 thinking
is based on the plan-do-check-act cycle. This powerful way of thinking is
transcribed on a piece of paper (the A3 report) a team of employees can use to
produce a desired outcome for a proposed process. The A3 report is displayed on
ledger-sized paper (11 x 17 inches) and is broken into different sections, each
clearly labeled and arranged in a logical flow.

The A3
report can be used for problem solving, but there also are two other ways of
using it: a proposal A3 report and a storyboard A3 report. Each report has a
slightly different focus, and the experience level of those facilitating the
initiative may vary, but the foundation behind each A3 will not change.

Blocks to
success

Similar
to the define, measure, analyze, improve and control
method, the problem-solving A3 has a specified path the user must follow from
beginning to end. Online Figure 1 shows a completed problem-solving A3 in its entirety
using the major phase inspection process for a U-2 aircraft as an example. The
process is comprised of eight blocks, the first of which is illustrated in
Figure 1. Remember there are an infinite number of tools you can use throughout
this process to populate each block:

1. Clarify and
validate the problem. The team
typically starts with a perceived problem and uses data (quantitative, if
possible) to validate whether it is, in fact, a problem. The completed first
block is populated with a problem statement and data to validate it (Figure 1).

2. Break down the
problem and identify performance gaps. Next, the team begins to dissect the problem statement from Block 1 and
determines the area of focus. This is done using targeted data to find specific
focus areas that break down the larger problem into bite-sized pieces. The
completed second block is populated with data determining a focus area.

3. Set an
improvement target. The team
determines what success will look like. The improvement target, or goal, must
be relative to the problem statement in Block 1. The completed third block is
populated with an improvement target.

4. Determine root causes.
Using the focus areas from Block 2, the team determines the root causes. The
completed fourth block is populated using root cause analysis tools and
highlights the determined root cause.

5. Develop
countermeasures. The team takes
the root cause from Block 4 and assigns specific countermeasures. The
countermeasures should only specifically address the root cause and, in theory,
should solve the problem identified in Block 1. The completed fifth block is
populated with any tool that will outline the countermeasures.

6. See
countermeasures through. The team
tracks the countermeasures from Block 5 and ensures each one is accomplished.
The completed sixth block is populated with the tool used in Block 5 to outline
the countermeasures and updated as each is accomplished.

7. Confirm results
and process. Depending on the
course of action, the team begins to track the results as countermeasures are
accomplished. After all are completed, the team will use the data from Block 1
to determine if the countermeasures from Block 5 are improving the process. The
completed seventh block is populated with continued data from Block 1.

8. Standardize
successful processes. The team
will standardize process only after confirming successful results validated in
Block 7. The completed eighth block is populated with tasks that were
implemented to standardize process.

As with
any other framework, repeated use of the A3 report is the fastest formula to
success, as each experience brings a different outlook and a better
understanding.

Alberto Ayulo is the regional continuous improvement manager
for the West Region of Johnson Controls in Tempe, AZ. He has a master’s degree
in HR management from Webster University in St. Louis. Ayulo
is an ASQ-certified lean Six Sigma Black Belt and Project Management
Institute-certified project management professional.